ApplicationofTheory NR501
Application of Theory within Leadership: Retaining Nurses through Orlando’s Model
Chamberlain College of Nursing
NR501: Theoretical Basis of Advanced Nursing Practice
Application of Theory within Leadership: Retaining Nurses through Orlando’s Model
“Theory-based nursing practice has demonstrated a capacity to structure professional care, unify and simplify communication, save time, clarify decision-making, and reduce nurse staff turnover saving thousands of dollars” (Alligood, 2011, p. 982). Although theory is present in my workplace, it is rarely discussed. This is a shame because it is apparent that theory is essential to the nursing profession and should be at the forefront. Nursing theory helps define and verify the existence of unique nursing knowledge (Seiloff & Raph, 2011). At the organizational level, theory can deliver a clear vision and provide unity among the ranks. Rapid turnover and failed nursing retention has been a problem in the past year at my facility. I feel that if leadership adopted a theory that promoted relationship-building and engaged staff in utilizing it in practice, it could positively impact the nursing environment in which we work. Orlando’s deliberative nursing process is a grand theory that can easily be adopted at leadership and practice level. I think it is important to utilize a grand theory when implementing at an organizational scale due to its abstractness and applicability to numerous situations. This theory is relationship-oriented and lends itself to transformational leadership. Literature supports transformational leadership as a means to improve nursing retention. Orlando’s theory and transformational leadership will be highlighted as a strategy to improve nurse retention.
Desperate to Retain Nurses in the Face of Nursing Shortage
The nursing shortage is considered a global phenomenon that is projected to continue well into the future (Cowden, Cummings, & Profetto-McGrath, 2011). In 2001,
Chamberlain College of Nursing
NR501: Theoretical Basis of Advanced Nursing Practice
Application of Theory within Leadership: Retaining Nurses through Orlando’s Model
“Theory-based nursing practice has demonstrated a capacity to structure professional care, unify and simplify communication, save time, clarify decision-making, and reduce nurse staff turnover saving thousands of dollars” (Alligood, 2011, p. 982). Although theory is present in my workplace, it is rarely discussed. This is a shame because it is apparent that theory is essential to the nursing profession and should be at the forefront. Nursing theory helps define and verify the existence of unique nursing knowledge (Seiloff & Raph, 2011). At the organizational level, theory can deliver a clear vision and provide unity among the ranks. Rapid turnover and failed nursing retention has been a problem in the past year at my facility. I feel that if leadership adopted a theory that promoted relationship-building and engaged staff in utilizing it in practice, it could positively impact the nursing environment in which we work. Orlando’s deliberative nursing process is a grand theory that can easily be adopted at leadership and practice level. I think it is important to utilize a grand theory when implementing at an organizational scale due to its abstractness and applicability to numerous situations. This theory is relationship-oriented and lends itself to transformational leadership. Literature supports transformational leadership as a means to improve nursing retention. Orlando’s theory and transformational leadership will be highlighted as a strategy to improve nurse retention.
Desperate to Retain Nurses in the Face of Nursing Shortage
The nursing shortage is considered a global phenomenon that is projected to continue well into the future (Cowden, Cummings, & Profetto-McGrath, 2011). In 2001,
References: Alligood, M. R. (2011). Theory-based practice in a major medical centre. Journal of Nursing Management, 19, 981-988 Cowden, T., Cummings, G., & Profetto-McGrath, J. (2011). Leadership practices and staff nurses’ intent to stay: a systematic review. Journal of Nursing Management, 19, 461-477. Curtis, E. A., de Vries, J., & Sheerin, F. (2011). Developing leadership in nursing: exploring core factors. British Journal of Nursing, 20(5), 306-309. Laurent, C. L. (2000). A nursing theory for nursing leadership. Journal of Nursing Management, 8, 83-87. Sheldon, L. & Ellington, L. (2008). Application of a model of social information processing to nursing theory: how nurses respond to patients. Journal of Advanced Nursing, 64(4), 388-398. Sieloff, C. L., & Raph, S. W. (2011). Nursing theory and management. Journal of Nursing Management, 19, 979-980.